NEW STRATEGIES & SOLUTIONS IN THE GLOBAL WAR FOR
TALENT April 8-9, 2014
u p s t a r t 3 6 0 . c o m / l i v e
THE PURSUIT OF HAPPINESS Finding/Sourcing + Developing Talent: Issues & Solutions
Moderator: Kathy Rapp Senior VP, hrQ
Kevin Spain Senior Corporate Recruiter, Fugro
Liz Thomas Recruiting Director, CDI
Lijo Joseph HR Supervisor, Noble Energy
Michael Cashin Recruitment Lead, Shell Oil Company - US Downstream
Kevin Spain, Senior Corporate
Recruiter – Fugro
US Navy Retired
www.fugro.com
Top 100 Employer - Veterans
- Fugro provides Engineering Services to O & G Industry
- Top 100 Military Friendly Employer 2010 - 2014
(G.I. Jobs) www.militaryfriendly.com
- Best of Best Veteran Friendly Companies (US Veterans Magazine) 2012 - 2013 www.usveteransmagazine.com
• Reasons to Hire Military Veterans
• Building your Company Brand in the Military Community
• Resources & Solutions to Hire Veterans
• Retention of Veterans
• Core Values: Army: Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage Navy: Honor, Courage, Commitment Marines: Honor, Courage, Commitment Air Force: Integrity, Service, Excellence Coast Guard: Honor, Respect, Devotion to Duty
• Leadership Skills, Team Oriented, Respect for Protocol & Procedures, Diversity & Interpersonal Skills, Technology Skills, Integrity & Ethics
• US Military has Largest Technical Training System Worldwide: 600+ courses
• Educated: 36% have college degrees
• Second largest renewable workforce: 200,000+ a year transition into civilian jobs.
• Be Authentic – If you say “We hire Veterans”, be committed.
• Develop a Strategic Plan
• Focus on Internal Resources
• Establish an Aggressive Hiring Process
• Extremely Important: Hire dedicated full-time Military Recruiting Staff
• Transition Assistance Program (TAP): on every med –large installation worldwide.
• Start with largest military installations by branch –
most transitions • Brand your Company Website as a “Veteran Friendly
Employer”. Join Military Social/Professional Networking groups online
• Military Career Fairs: www.military.com
www.talonline.com www.hiringourheroes.org • Student Veterans of America:
www.studentveterans.org
• Make it personal - Hold your own hiring event
• Set Veteran up with a Mentor, focus on Training & Development
• Establish Veteran affinity & networking groups within Company
• Sponsor Veteran Employee memberships to local & national vet organizations
• Connect with Local Veterans Rep at Employment Office – Programs for retention
• Have Veterans represent company in local Holiday/Corporate events/programs. (Veterans Day, Memorial Day, etc.)
• Veterans Core Values, Education, and Experience will be an asset to your Company
• Hiring a Veteran is good for business
• Transitioning Veterans: Second largest renewable workforce available
• Get your Brand name in the Military Community and be “Authentic”
• Key to success of your Veteran Recruiting: “Hire Military Recruiting Staff”
• Showing you care for veterans future within your company will be key to their Retention.
Bridging the Gaps Hiring Managers and HR/Recruiting Presented by Elizabeth (Liz) Thomas CDI Recruiting Director Global Engineering Technology Services
Bridging The Gaps
“Disconnect Happens”
Examples of Causes from the Recruitment Perspective
Bridging The Gaps • HR Processes and Work Flow • Outdated Job Descriptions • Recruiting Structure and Head Count • Unrealistic and/or misaligned expectations • Insufficient Recruiting Resources/Budget • Lack of Workforce Planning • Inadequate Recruiting Strategy • Recruiting Initiatives - Roles undefined • Absence of Management/Executive Support • Antiquated Technology • Resistance to Change • Lack of Recruiter Management, Ownership,
Partnerships and Communication
Bridging The Gaps
Consequence to Business A Snap Shot
When HR Process & Hiring Needs
are not on the same page
Bridging The Gaps • Hiring Manager needs not met- Large # of open positions • Communication disconnect- Skills needed • Department morale suffers • Cost per hire and Time to Fill metrics increase • Company Employment Brand deteriorates • Poor candidate experience • Competition gains edge • Lose or never attract top Candidates • Candidate compensation issues arise • Recruiting’s reputation as a strong business partner
diminishes • Projects lost or slow down
Bridging The Gaps
Solutions Recruitment Perspective
Bridging The Gaps
• Understand Business Needs • Talk, Communicate, Face time- Include in Metrics • Define Expectations- Level of Customer Service • Orientation – Introduction • Supervisor Training – Role Definition & Process • Recruiter time- Administrative Functions • Realign Recruiting Structure & redefine roles in HR • Recruiter Training – Review Strategy • Evaluate and Upgrade Job Descriptions & Postings • Enter WF Plan into ATS- Target Openings
Bridging The Gaps-Solutions Continued • Pilot new Recruiting Programs First • New Employee and Hiring Mgr. Surveys • Upgrade Recruiting Technology & Resources to
match level of hiring needs • Form Partnerships with Vendors • Consistently Evaluate Budget • Define Employee Value Proposition and
Communicate • Engage in Business Partnerships- Recruiting
Ambassadors/Champions
Bridging The Gaps
Thank you
PURSUIT OF HAPPINESS
April 9, 2014 HR Supervisor, Talent Acquisition Lijo V. Joseph
What are we looking at
22
Current State
23
Qualified technical staff A TON of competition
My managers know better Technical ability wins They can recruit better
How Are We Pursuing Happiness
24
I can control me Lost in the speed of execution
Recruiting for the Company instead of just the job Athletes Longer runway Prime for development Highest organizational impact The right stock Being in the middle of the process
How we do it
25
Evaluate the process Align the players involved Leadership Manager Recruiter
Make sure the person that’s talking knows what
to say Manager Recruiter
Tactics that work
26
Art of recruiting Resume evaluation Phone Screening Questions being asked What’s being dug into Close
The Art of Account Management Over communicate Live your commitment Concierge
TALENT RELATIONSHIP MANAGEMENT “ SHELL TALENT COMMUNITY”
OUR JOURNEY
29
Analytics heavily supports our relationship centric sourcing model
Analytics puts real intelligence into recruiting
Relationships + analytics = competitive advantage
The era of big data
Putting relationships at the heart of our sourcing strategy
Aggressive focus on low cost sourcing channels (employee referrals, social media, alumni)
Advanced data gathering
Focus on reactive sourcing, i.e. ‘Post & pray”
Heavy reliance on agencies and search firms
Recruiter focused on process management
“ Post & Pray”
Preparing our recruiting organization for the era of big data …
Relationship centric
We are here at the moment
AN INTERCONNECTED CANDIDATE LANDSCAPE
30
Talent/ Campus Ambassadors Kenexa 2xB Events
Landing Pages Job sites et al. Social Media
Talent Relationship Management „ Shell Talent Community“
RENEWABLES WELL ENGINEERING
SOURCE – Shell Talent Community (STC)
STC (Avature) helps to discover talents, to build a talent database and to engage with suitable prospects. W hen ready to be matched to an open requisition, invite the prospects to apply in 2xB
RECRUIT – 2xB
Application Tracking System (Kenexa 2xB) supports the application process, from apply to hired/ rejected. W hen an applicant is rejected and not yet in STC, he/ she will be invited to STC.
2 TOOLS – 1 GOAL
C A B A
Applicants (ATS)
Shell staff
Prospects (STC)
Fitting talents are activated to apply
Semi-fitting talents might turn into fitting talents in the future
Even non-fitting talents can utilize their network to ‘deliver’ hires. C
B
A
Discover &
engage w
/ prospects M
anage & select
applicants
31
SHELL TALENT COMMUNITY AT A GLANCE
External talents can join the Shell Talent Community by clicking a banner and register via an entry portals (Portals: General, Students, Events, Wells Engineers, Military Veterans, Talent Ambassadors)
Automatic initial engagement email is sent out (most of these emails ask for further profile information)
Prospect will fill out field of interest, which will connect them to pipeline (24 job areas)
W ithin the STC Tool sourcers & recruiters can:
1. search for talents a. in the database b. through interlinked external websources (e.g. Monster, Rigzone etc)
2. add talents to the database 3. invite prospects in database to apply for an open position in 2xB 4. build a relationship (supported by easy workflow steps)
Global and regional marketing will run an email program to keep talent up to date about latest developments in their field of interest or interesting events
Banner on Shell.com pages
STC Tool for recruitment/ marketing staff
Entry portal
Applicants (ATS)
Prospects (STC)
Shell Talent Community
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ENTRY PORTAL EXAMPLE – DRAFT VERSION
33
June 19th WEBINAR Identifying High-performing Candidates That Will Succeed In Your Organization Sponsored by: SkillSurvey July 24th MICRO SUMMIT The Westin Houston, Memorial City
• Recruiting And Workforce Analytics • Hiring High-performing Candidates • Oil & Gas Salary Benchmark Survey
Sponsored by: Ascende, SkillSurvey
Fall 2014 WORKFORCE NEXT SUMMIT Premier event focused exclusively on recruiting/talent acquisition, retention and energy workforce management for Upstream, Mid-Stream and Downstream.
UPCOMING EVENTS
u p s t a r t 3 6 0 . c o m / l i v e
WORKFORCE NEXT brings together a high-level community of HR executives, talent and workforce management professionals, and stakeholders focused on labor demand issues and challenges in the energy industry.
• How to find & recruit great people in a hyper-competitive market • How to retain current employees • How to train, grow, motivate your teams • How to transfer knowledge from a rapidly retiring workforce • And how to keep up with ever-growing employment regulations
There are unique differences market-to-market and WORKFORCE NEXT focuses exclusively on challenges in the oil & gas and energy industries via live solution-based events where you’ll network with industry leaders.
U p s t r e a m ● M i d - S t r e a m ● D o w n s t r e a m
Learn More: WFN360.com
WORKFORCE NEXT
u p s t a r t 3 6 0 . c o m / l i v e
THANK YOU
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